The document outlines the importance of operations transformation in organizations amidst the fourth industrial revolution, emphasizing that technology, data, and processes must work in harmony to drive strategic change. It discusses how companies must adapt their core operations and business models in response to emerging market demands and technological advancements, positioning operations as a central function rather than a supportive one. Additionally, it highlights Deloitte's role in facilitating this transformation by providing expert guidance and innovative solutions tailored to each client's unique challenges and aspirations.

1. Operations Transformation
At the core of business

3. Beyond technology, beyond data, beyond
geography, we see organizations beginning
to seek transformation at the deepest level.
We see them changing what is possible.
This is Operations Transformation. The impacts of the data-
technology-automation revolution are all around us, but we have
already learned that the age of transformation calls for more than
just faster ways of doing old things. Organizations need to take
the revolution that is happening in the here and now – the Fourth
Industrial Revolution, the complex of innovation in data, machine
thinking and universal connectivity that is reshaping the world –
and make it their revolution. Realizing this ambition is what our
practice delivers.
But why operations? And why now?
Operations is the beating heart of any business. Technology, data,
processes, human networks and skills – these are the components
of operational advantage. But are they working together? Are the
changes being made now delivering the strategy? Are they serving
the business, or is the business serving them?
Time is of the essence. Organizations know that today’s operational
innovations have to deliver no later than tomorrow. They know
Fourth Industrial Revolution technologies offer new efficiencies, even
entirely new business concepts, but they have to be implemented
alongside legacy systems and practices. We share our clients’
ambitions for end-to-end transformation, but our mantra is business-
led change. We seek transformations that enhance today and
deliver tomorrow.
And that is why everything we do in Operations Transformation is
rooted in the business imperative. Whatever the drivers that are
demanding change we set business on the right path.
We couple business, process and service design with technology
fluency to solve our clients’ biggest challenges, bring the
unpredictable and unknown into focus and turn concepts into reality.
We work hand in hand with COOs and operations leaders to define
a shared agenda, travelling together from strategy to execution,
deploying technology that delivers real margin and revenue growth.
Our strength is our ability to draw upon our global network of
functional and industry experts who know how businesses really
operate, spanning the boardroom to the shop floor. The mission is for
transformation you can own.
Our record speaks volumes. We have already helped organizations
achieve sustainable transformations in cross-functional operations
excellence, embedding next generation technologies, harnessing new
data sources, and putting robotic and cognitive machines to work in
the real world. We have helped companies realize emerging business
models, challenging the blueprint of what a business should be and
could be. And we have already achieved revenue cycle and payments
transformations with extensive experience in changing cash-flow and
cost models in healthcare.
These are change processes, and change is challenging. It’s not just
the challenge of changing the business while running the business.
It’s also the challenge to the imagination.
It’s about staying true to yourself while imagining a future that is
radically transformed.
Howard Doberman
Partner, London UK
Global Operations
Transformation Leader
This is the age of transformation
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Operations Transformation | At the core of business

4. The Revolution is here – so what now?
This phrase is commonly used, but what is so revolutionary about this new
economic phase? And why does it demand a transformational response?
Put simply, the current revolution is a revolution in the structure of the
economy. It is not something that just belongs to businesses in obscure
technological niches. Everyone will be changed by Fourth Revolution
innovations, and some already are. We have worked through the
changes with companies in sectors from finance to resources, from
intellectual services to retail. Some will be changed quickly, some will be
changed in the near future. All will experience the forces of change. The
choice is to prepare and to act now – or take your chances in a turbulent
world you may not understand.
Economic revolutions driven by step-changes in technology are
nothing new. History is full of them. The machine revolution that
began in the 17th Century, the electric power revolution of the late
19th Century, the communications revolution, connecting people and
ideas in the 20th Century.
Yet these were discrete changes. They moved at normal speed. Today’s
revolution is integrative, convergent. Universal mobile communications,
unlimited data and thinking machines are combining to create
exponential changes.
Some call this, simply, the force of digital disruption. For some years
we have been polling corporate leaders on when they think they will
feel deep impacts from digital disruption. Four years ago most said
‘sometime’. Two years ago most said ‘soon’. Today, most say ‘now ’.
And how could corporate operations not be challenged to respond?
Only operations has the 360-degree view of a 360-degree revolution.
Only operations can answer the transformation challenge.
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Operations Transformation | At the core of business

5. ...and what does it mean for Operations?
The very idea of operations as a corporate function is contentious. You can see this
in the way that organizations have different titles for COOs. They may be heads of
materials, or quality, or production - to name a few.
Perhaps definitions don’t matter. We say, whatever is at the competitive
core of your business, that is operations. Resources, techniques, technology
and talent make up your operations. These may once have been different
responsibilities, but no longer. In the convergent economy, they have to
work together.
And this is why operations is becoming strategic. Not long ago operations
had a follower role, the role of delivering the strategy. Operations had to
evolve the processes of business, to update, to upgrade – to do what the
business had always done, only better. Now that has changed.
The role of operations is becoming central. Instead of delivering the
strategy, it needs to drive it. Instead of evolving the business, it needs to
re-imagine it. It needs to articulate the future. Operations sits at the heart
of transformation
And this is the challenge we help COOs and operations directors to meet.
Not just the challenge of understanding how intelligent automation is
pervading every muscle and every nerve of the corporate organism. It’s
the challenge of taking this ultra-rapid technology change and turning it to
business advantage.
Technology transformation is pervasive. But it’s never just about technology...
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Operations Transformation | At the core of business

6. Pathways of change
Deloitte is a global network of expertise and insight into organizational transformation.
We call on an unrivaled breadth of specialist knowledge including cloud-enabled
transformation, intelligent automation, data analytics and bespoke industry-specific
solutions. But we act beyond the functional categories and technology components:
our Operations Transformation practice is about giving businesses choices about what
they want to be, and how they want to act.
We see more than one path of change, and more than one catalyst for transformation.
Transformation is seldom a self-generating process. It needs an event, a spark, a catalyst before initiation. Organizations often need
powerful incentives to embark on challenging journeys. Experience tells us there are several common catalysts of change.
Organisations may be prompted to embark on a journey of transformation by shifting market demands, or the need to pursue new growth
opportunities, or to harness new technologies. They may need to adapt to regulatory change, or to recover from crisis.
Value is at the core of our approach to transformation. To support our clients we bring the depth and breadth of our experience to deliver
real value to their business today.
Costs
Efficiency
improvements through
operating model
change New business
Creating new revenue
streams from completely
new business, products
or services
Agility
Enabling a more
scalable and agile
organization and
seamless merger and
divestment Profitability
Revenue enhancements
through business unit
alignment
Capability
Building new
capabilities and culture
to drive more effective
ways of working in a
digital world
Growth
Reinvesting savings
to fuel commercial
opportunities through
innovation
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Operations Transformation | At the core of business

7. Catalysts of change
Customer-led
• Shift in business model
• Shift in value chain focus/position
• New ventures
• Leveraging data AI
• Commercial excellence growth
Capability-led
• New organizational structures
• Future of work/of operations
• Robotics and cognitive
automation
Technology-led
• SAP S/4HANA
• Next generation IT operating
models
• loT, cloud solutions etc.
• Digital transformations
Regulatory-led
• Legal entity re-structuring
• Changes in regulatory landscape
Finance-led
• Recovery from liquidity crisis
• Balance sheet recovery
MA-led
(beyond day 1)
• Post-merger integration
• Retained organization
transformation
Cost-led
• Efficiency and effectiveness
programs
• Organisation-wide profitability
improvement plans
• SGA programmes
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Operations Transformation | At the core of business

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Operations Transformation | At the core of business

9. What do we do?
The Fourth Industrial Revolution is
already here. The pace of change is
already exceptional. The depth of
transformation required continues to
challenge and surprise. Our mission
is to travel with our clients on that
transformation journey. We are the
catalyst of change.
We empower organizations to deliver their own agendas. We
do not believe in bolt-on solutions: every business needs to
own their own transformation. We work with COOs, through
one-to-one engagements, workshops and ideas labs, using real
world exemplars drawn from our extensive cross-border, cross-
sector experience in putting Fourth Revolution thinking and
technologies to work. We never impose strategies. We always
map the path to realization.
We understand the journey from strategic goals to sustainable
operational execution. We know that ideals and realities collide.
We know that every organization is constrained, by capital,
by legacy, by environment. We know that cost control and
investment imperatives have to be reconciled. But we have
learned that in the Fourth Revolution, the problem is often the
solution.
Investments in automation and machine thinking will create
efficiencies now that are the foundations of
transformations to come.
We think organically, maximizing the end-to-end opportunity
for every organization. The Fourth Revolution is holistic. It
is not piecemeal, and it should never be. We are in an age of
convergent technologies, and this is the insight that makes now
so different. Data and communication, cloud and automation
and cognitive technologies are working together. This is why their
effects are exponential. That is why the potential of operations
transformation is so revolutionary. When change is end-to-end,
that is when a business embraces the future.
So our key transformation values are collaboration and
integration for business-led change. Our network draws on very
broad sources of excellence – from cloud implementations, to
cognitive tools including our own that are already at work in
knowledge-based industries and traditional sectors alike, to
skills forecasting and management. We draw on global market
experience with the ability to deploy anywhere in the world.
But change is only meaningful when it is sustainable for the
organization. However deep the challenge, the lights must always
stay on. In the end, it is about innovation for better margins, and
better revenue growth – measurable, future-proof change.
It is always about the business.
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Operations Transformation | At the core of business

10. How do we do it? – our market offerings
Our two-staged approach is built around Imagining and Delivering
the future. We start with Imagine, where we leverage Service
Design, Lean, Six Sigma, and a range of technology enablers to
challenge assumptions, focus on the key problem areas and
develop creative, innovative solutions for the people at the heart of
the operations.
In Delivery, we combine the best practices of Agile, DevOps, Lean
Start-up, and Change Management to rapidly build, test and launch
solutions, minimizing business disruption, risks, time frames and
costs, while optimizing solution adoption.
Our proven approach enables true
business-led, technology-enabled
transformation of our client’s
operations. Let us help you unlock your
organization’s potential.
Operations Excellence:
transforming the actual
In today’s digital economy, it is simply not good enough to
continuously improve existing operations. Organizations need
help to modernize, re-imagine and transform their core operations
– necessitated by insatiable customer expectations, technology
innovation and margin demands.
Our Operations Excellence (OE) market offering leads with Service
Design – designing and delivering transformed end-to-end
service experiences to customers and employees – to create
the operational agility our clients need to respond to evolving
customer, market and regulatory dynamics.
Combining deep industry expertise and client insights with process
innovation enabled through next-generation technologies, our OE
market offering increases process productivity and cost efficiency
while creating impactful user experiences.
We put users at the center of our approach, optimizing solutions
for desirability, increasing adoption rates, and solving for the right
problem from the start. Leveraging automation, data
and analytics, we find ways to optimize the use of tools and
industry assets, helping our clients stay at the forefront of
their industries.
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Operations Transformation | At the core of businessOperations Transformation | At the core of business

11. Emerging Business Models:
imagine and build
To modernize, re-imagine and transform an organisations’ core
operations often necessitates a change in the underlying business
and operating model.
Our Emerging Business Models (EBM) market offering helps
organizations to change their core operating model – the blueprint
of how an organization structures its core processes, technology
and people to deliver the value described by its strategy – as they
adapt to disruptions in their underlying business model (how they
create and capture value or commercial success).
We help to evolve and optimize existing operating models in
order to drive the lower-cost and more efficient ways of operating
necessary to underpin future profitable growth. We act as
business design architects, combining a multitude of skills and
capabilities from across our varied offerings – and in particular the
deep industry know-how within our Operations Excellence market
offering – with our operating model design expertise to re-think
how organizations work end-to-end across their value chain.
And we design for new and emerging businesses – particularly
when organizations need to think bigger, more creatively, to
unlock new value or penetrate new markets. We help to radically
transform and re-imagine new future operating models, taking
advantage of the technology-enabled innovation and cloud-based
opportunities that are heavily disrupting the traditional business
models across all sectors. We push the boundaries with next-
generation and industry-specific operational solutions to challenge
what capabilities are required and how they are best delivered
end-to-end.
Blending deep sector-specific expertise with our tried and test
operating model design methodology and industry-specific
process and capability model blueprints, we help to define and
deliver a new “north star” for how organizations operate, capturing
new value and driving profitable growth.
The goal is not just productivity and
growth for existing businesses.
The goal is entirely new value.
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Operations Transformation | At the core of businessOperations Transformation | At the core of business

12. Revenue Cycle and Payments
Transformation:
market place innovation
Our market offering, comprised of deep-sector and capability
experts, leads the market in partnering with
our clients to design, implement, and operate transformational
“pay for performance” and payments modernization solutions that
holistically and innovatively transform their way of
doing business.
We focus on tangible leavers to enable revenue capture, accelerate
cash flow and working capital, and enhance the customer
experience – securing financial growth and sustainability.
Our Revenue Cycle practice partners with our Healthcare clients
to design, implement and operate transformational solutions
that improve patient experience, and identify and implement new
capabilities and technologies across the sector.
Our Payments Transformation practice partners with clients across
all industries in designing and transforming their organizations
through their payments journeys. Whether it’s re-imagining a
classic business model due to market drivers such as ensuring
a superior customer checkout via their end-to-end payments
experience or improving the working capital conversion cycle – or,
when our Clients are embarking on new smart, frictionless and
instantaneous market opportunities - we focus on designing and
delivering a superior experience, reducing costs and maximizing
flexibility to support new revenue models.
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Operations Transformation | At the core of business

13. Meet the core team
Howard Doberman
Global Operations Transformation Leader
London, UK
hdoberman@deloitte.co.uk
James Gordon
Operations Excellence - Global Point of Contact
Vancouver, CA
jamesgordon@deloitte.ca
Leonne Jongejan
Emerging Business Models - Global Point of Contact
Amsterdam, NL
LJongejan@deloitte.nl
Jonathan Lo
Revenue Cycle- Global Point of Contact
Pittsburgh, US
jblo@deloitte.com
Brian Shniderman
Payments Transformation - Global Point of Contact
Phoenix, US
bshniderman@deloitte.com
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Operations Transformation | At the core of business

14. To learn more about how our global Operations Transformation practice please contact:
Contacts
Caroline Yokomizo
Partner
Rio de Janeiro, BR
Tetsuo Takasago
Partner
Tokyo, JP
David Cecil
Partner
Melbourne, AU
David Wai Kit Wu
Partner
Hong Kong, CN
Rajeev Singh
Partner
Delhi, IN
Dinesh Kalluri
Managing Dir.
Hyderabad, IN
James Gordon
Partner
Vancouver, CA
Rachel Miller
Partner
New York, US
Howard Doberman
Global Operations
Transformation Leader
Jim Allen
Partner
London, UK
Ignacio Siso
Partner
Madrid, SP
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Operations Transformation | At the core of business

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